Programme Development
Teaching and Learning Quality Enhancement
Research Performance
Student Development and Services
Image-building and External Relations
Financial and Manpower Planning
College Facilities and Services

34

Strategic Planning Groups

36

The Way Forward

Message
from the
Chairman of
the Board of
Governors
and College
Council

04
Founded in 2010, Hang Seng Management College (HSMC) has successfully established itself as a selffinanced tertiary education institution offering degree and associate degree programmes with a focus
on business and management. In line with the mission of the S H Ho Foundation and former Hang Seng
Bank Directors—who founded the Hang Seng School of Commerce—our objective is to develop
future leaders and entrepreneurs who excel in their chosen professions and uphold a high standard of
self discipline and integrity.
HSMC is in a unique position to prepare our students to meet the challenges of an increasingly globalised
environment by offering the opportunity to broaden their horizon through exchange programmes,
internships and work placements. Our graduates will be equipped with practical skills and training to
complement their academic achievements.
The campus expansion project is on schedule and there are plans to launch several new degree
programmes in 2014/15. Based on the progress achieved, a strategic review has been conducted with
significant input from the Faculty, Management, Council Members and Governors. The 2013–2018
Strategic Plan is the fruit of extensive consultation and intellectual debates over a period of five months.
This Strategic Plan defines our institutional aspirations and culture, examines our relative strengths
and unique connectivity to the business and financial community, and identifies strategic initiatives that
provide a roadmap in pursuit of our goals—including the attainment of university status.
I wish to sincerely thank everyone at HSMC for their contribution in the development of this important
Strategic Plan. With your continuing dedication and support, I am confident HSMC will continue
to flourish and become the preferred choice for students seeking a unique and all-round university
education.

Hang Seng
Management College

Rose Lee
Chairman
Board of Governors and College Council

Message
from the
Acting
President and
Provost

05
To Strive For Strength
We should not delude ourselves that we are living in a perfect world and everything will come up
roses, but then we also should have ideals for which we work and strive.
In Hang Seng Management College, all of us share a vision—to become “a leading private university”.
We first started operating in 2010, and since then we have encountered some difficulties, the birth
pangs which we have fortunately managed to overcome. Now in our fourth year of operation,
we are in a period of building, consolidating our strength and adding more efficacy in our
midst. Two more new buildings have been completed in September 2013, and a student hostel
complex is scheduled to be finished in late 2014. We are also expanding our student population
(in 2013/2014, the enrollment already exceeds 4,000); and we are recruiting new teachers through
global recruitment. Starting with 2015, we will enter into a period of maturation, when we will be
ready for the acquisition of university title with our diverse range of programmes, efficient quality
control and internal governance and excellent performance in research by our faculty members.
As the Chinese saying goes: “It takes ten years to grow trees but a hundred years to nurture people”.
There is no denying that our strategic plan is a fast-track one. The world has been advancing at an
unprecedented speed since the new millennium, and we have to move with the times. While we are
proceeding with alacrity, we should not lose sight of quality in the shadow of quantity and speed. The
traditional view of a university is that it is constantly engaged “in the pursuit of excellence”. I have to
emphasise that this mission still holds true. Hang Seng Management College, as with other tertiary
institutions, has the obligation to nurture outstanding talents and advance free and responsible
knowledge for the benefit of mankind.
Prof Gilbert C F Fong
Acting President and Provost
Strategic Plan
2013–2018

Vision

06

Hang Seng
Management College

To be a leading private
university, recognised for
excellence in teaching,
learning and research,
especially in the areas
of business and
management.

Mission

To advance knowledge and
understanding of human
activities, especially those related
to business and management;
to nurture innovative and
enterprising leaders for a
knowledge-based economy;
to provide an education
which focuses on theoretical
exploration, professional
knowledge and skills as well
as business ethics; and to be
committed to free enquiry
and responsible
scholarship.

07
Strategic
Objectives

a

To afford a modern and stimulating campus environment to
facilitate and support teaching and learning activities.

b

To develop and offer innovative academic programmes
which respond to changing community needs.

c

To provide a holistic and challenging educational experience
for students.

To create internship opportunities for students to gain
practical experience in the workplace.

g

To encourage and support dynamic research, initially
focusing on regional relevance and gradually broadening to
more extensive horizons.

h

To strengthen governance structure.

i

To enhance quality control through internal and external
monitoring.

j

To explore new ways and sources of funding to augment
the financial base of the College.
Strategic Plan
2013â&#x20AC;&#x201C;2018

Executive Summary
The

College

with

its

started

its

first Academic

strategic
Planning

planning
Retreat

process
held

on

18 January 2012, followed by the second Academic Planning
Retreat a year later on 18 January 2013, a Retreat for senior
administrative staff in the same month and a Strategic Planning
Day for members of Board and Council on 2 February 2013.

08

The process involved altogether 50 academic staff, 30 senior
administrative staff and 15 Board and Council members. On
4 March 2013, the College’s senior management team held
an open State of the College Forum to share with all staff
members a draft of the Five-year Strategic Plan and solicited
their views and comments.
There are two important focal points in the proposed Five-year
Strategic Plan for the period 2013–2018: one is the Roadmap to
University; and the other is the Desired Attributes of HSMC
Graduates. For the first focus, the College needs to place
considerable emphasis on programme development, teaching
and learning quality, research performance, quality assurance
and support in human and financial resources. As for the
second focus, the challenge is to identify the desired attributes
of HSMC graduates through systematic collection of data
about employers’ choice/preference and their feedback on our
graduates’ performance, and to integrate these findings into
the College’s curriculum and student development services.
A concept recently proposed by the Acting President is the
personification of the desired attributes of HSMC graduates
as

(HSMC men and women), who should possess

professional ethics, professional knowledge and professional
manners.

To guide the development of the College towards these ends, the Strategic Plan encompasses seven strategic focus
areas: 1) Programme Development; 2) Teaching and Learning Quality Enhancement; 3) Research Performance;
4) Student Development and Services; 5) Image-building and External Relations; 6) Financial and Manpower Planning;
and 7) College Facilities and Services. Each strategic focus area, led by a member of the senior management team
with specific strategic goals, action items, timelines and performance indicators, will be clearly spelt out to facilitate
actions by concerned parties according to schedule. It is also proposed that the Five-year Strategic Plan will be a rolling
plan, in such a way that progress will be reported annually and revisions be made to update the Plan for the next
five-year period.

Key Success Factors in the
Development of HSMC into a Private University at Different Stages
(Developed by Miss Tong Hing Min, Member of College Council)

Strategic Plan
2013â&#x20AC;&#x201C;2018

Strategic
Planning
Process

10

The Context
Within three years since its establishment in March 2010, HSMC has gathered the momentum
to become a key player in the self-financed tertiary education sector. The College successfully
acquired from the Government six pieces of land adjoining the current site to embark on an
extensive campus development plan to provide a modern and stimulating learning environment
for its students. A professional team of faculty and administrative staff has been formed with
strong commitment to strive for further development of the institution. New development
is in the pipeline. The number of programmes is expected to be doubled in 2014/15. It is also
heartening to see the programmes currently on offer are well-received, and that student
population has grown to 3,300 in 2012/13.
Underlying such context of vigorous development and rapid progress is the aspiration of HSMC
to become a leading private university, a long-term direction identified from the outset when its
predecessor, Hang Seng School of Commerce (HSSC), was transformed from a senior secondary
school into a post-secondary college.
The management of HSMC feels that it should critically review the Collegeâ&#x20AC;&#x2122;s position and
formulate a strategic plan to map out its future in the next five years from 2013 to 2018, which not
only encompasses the roadmap to a private university, but also a guide to building the necessary
framework of teaching, learning and research. It will contribute to the sustainable growth of the
College, enabling it to become a leading management institution of higher education that serves
the society and future generations.

Hang Seng
Management College

Besides, the management takes note that the initiative to formulate a strategic plan was strongly
recommended by the Hong Kong Council for Accreditation of Academic and Vocational
Qualifications (HKCAAVQ) when degree-conferring status was granted to HSMC in 2008 upon
successful completion of the Institutional Review exercise. The College was advised that â&#x20AC;&#x153;in a
period of transition and expansion, clear objectives, goals as well as plans to achieve these goals
are of utmost importance.â&#x20AC;?

The Process
To ensure that the vision, mission and goals set out in the strategic plan will be
well placed to meet the needs of its stakeholders and the community at large,
HSMC involved and engaged its Governors, Council members, academic and
administrative staff in the strategic planning process.

The College’s first Academic Planning Retreat was held on 18 January 2012,
with the theme “Empowerment, Voice, and Action”. Four key issues: Strategic
Direction, Teaching, Learning and Research, New Programme Development,
and Review of Service Modules were discussed. Vision, mission and goals were
revisited, and some initial thoughts on the future direction were developed.

To take the strategic planning exercise to the next stage, HSMC organised
the second Academic Planning Retreat with the theme “Roadmap to
University and Beyond” on 18 January 2013. Seven strategic focus areas were
identified under a draft framework of the College’s Five-year Strategic Plan:
1) Programme Development, 2) Teaching and Learning Quality Enhancement,
3) Research Performance, 4) Student Development and Services, 5) Imagebuilding and External Relations, 6) Financial and Manpower Planning and
7) College Facilities and Services. More than 50 participants were divided into
six groups to discuss the strategic goals and specific action items.

As for the seventh strategic focus area on College Facilities and Services,
Heads and senior staff of all administrative units held a retreat earlier on
4 January 2013 to discuss the challenges faced by all administrative units, the
ways to gauge user expectations and the measures to improve delivery of
services.

On top of all these planning efforts, HSMC is indebted to the support and
valuable input of its Governors and Council members. A Strategic Meeting
Day was organised on 2 February 2013 for members of the Board of
Governors and College Council to hold discussions with the College’s senior
management team on its positioning and strategic directions.

On 4 March 2013, a State of the College Forum was held for all members of
the staff. The senior management team briefed colleagues on the blueprint
of the College’s future development, and shared with them the tentative
strategic plans as developed from the discussions during the academic
planning retreats and the Strategic Meeting Day.

The management of HSMC then incorporated the feedback collected and
finalised the Five-year Strategic Plan 2013–2018. The Strategic Plan was
approved by the College Council on 24 May 2013.

In line with the College’s vision of
becoming a leading private university,
HSMC will need to achieve successful
validation of five new programmes
and the successful revalidation of its
existing programmes*. This will allow
the College to proceed to apply
for Programme Area Accreditation
(PAA) and Institutional Review (IR)
in preparation for the attainment of
university status.

* Programmes offered by HSMC (as of September 2013):
• Bachelor of Arts in English (Honours)
• Bachelor of Business Administration (Honours)
• Bachelor of Business Administration (Honours)
in Supply Chain Management
• Bachelor of Journalism and Communication (Honours)
• Bachelor of Translation with Business (Honours)
• Associate in Business Administration

Review the structure of the School of Business and individual
departments to streamline workflow, establish a mechanism
for periodic review and enhance the quality assurance system
for new programmes.

1.2

Allocate resources to ensure adequate clerical and secretarial
support to programme development, especially in the
submission of documents to the HKCAAVQ and in making
logistic arrangements for programme validation panel meetings.

1.3

Draw up detailed timelines and work plans to meet the
tight schedules of validation exercises of the five new degree
programmes. Arrange optional ‘mock validation’ before internal
validation to gauge comments from various departments for
refining the submission documents.

1.4

Develop guidelines and procedures for the entire validation
exercise to ensure quality and timeliness of submission.
Conduct quality assurance check, with the involvement of the
QA Director, to ensure accuracy in the contents and formats of
the submission documents before delivery.

2.1

Review the existing programme documentation; scrutinise
and act good all the comments made to the programmes by
the respective validation panel(s) in the previous validation
exercise(s).

2.2

Collect, collate and provide evidence-based documentation
with onus of proof for programme revalidation to better meet
the requirements of the HKCAAVQ.

2.3

Draw up detailed timelines and work plans to meet the
schedules of revalidation exercises of existing programmes, with
an optional ‘mock revalidation’ before the internal revalidation
exercise, to gauge comments to refine the submission
documents and prepare better for the revalidation exercise.

Conduct self-evaluation and submit the report to the
HKCAAVQ for acquisition of PAA status.

Successful Institutional Review (IR)
3.2

Benchmark with other private universities e.g. Hong Kong Shue
Yan University, and make reference to their experience for the
acquisition of private university status.

3.3

Develop a timetable in preparation for IR. Draw up a list of
identified gaps and follow-up action items for the Collegeâ&#x20AC;&#x2122;s
reference, which should cover overall governance, institutional
structure, management, resources, academic environment and
quality assurance.

3.4

Submit documents to the HKCAAVQ for IR.

3.5

Follow up on issues identified in IR and recommendations made
in the IR report to get ready for Discipline Review (DR).

15

Successful Discipline Review (DR) for the programmes with
clean pass(es) in revalidation

Goal 4: Successful compliance
to and registration of
Ordinance Cap 592 and
pave the road to private
university

3.6

The academic development plan and the short-term and
long-term strategic plans for the programme area(s) featuring
programme design, development and corresponding academic
and resources considerations should be ready for review by the
HKCAAVQ.

3.7

Submit DR documents which demonstrate the quality and
quality assurance mechanism of the programme(s).

4.1

With positive outcome of DR, the registration of Ordinance
Cap 592 (Accreditation of Academic and Vocational
Qualifications Ordinance) is to be pursued.

Strategic Plan
2013â&#x20AC;&#x201C;2018

16

Goal 5: Initiation of other types
of new programmes (such
as summer programmes,
executive training
programmes and top-up
degree programmes)

Goal 6: Initiation of postgraduate
programme(s)

Hang Seng
Management College

5.1

Review existing parameters for vetting new programme
development proposals.

5.2

Set up a task force to explore the feasibility of conducting
executive training programmes.

5.3

Introduce summer semester/programmes which allow higher
flexibility to studentsâ&#x20AC;&#x2122; learning and support the student
exchange programmes. This will also help to utilise campus
resources during the summer period. Summer programmes
such as General Education classes, Chinese language and
cultural modules and English enhancement modules are
recommended.

5.4

Review the provision of top-up degree programmes which
serve as an additional articulation pathway for AD graduates.
The College would explore the possibility of establishing a
separate entity for the provision and operation of top-up
degree programmes and AD programmes.

6.1

Submit programme proposals to the HKCAAVQ for
validation by 2017/18 if postgraduate degree programme(s)
would be offered after the College has acquired university
status. Collaborative opportunities with overseas universities/
parties will be considered.

Strategic Focus Area 2

Teaching and
Learning Quality
Enhancement

HSMC is committed to the provision
of quality teaching and a stimulating
learning environment to our
students. It has already established
a Teaching and Learning Quality
Committee (TLQC) to oversee
developments in this area. Supportive
measures to promote good teaching
practices at the university level will
be implemented and reviewed on
a regular basis; outcome-based
and criterion-referencing teaching
approaches will be adopted, and a task
force will be set up to further explore
and promote e-learning opportunities.

Set up a task force under the Teaching and Learning Quality
Committee (TLQC) to explore e-learning opportunities and to
develop a plan to promote e-learning, involving learning support
units such as Library and the Information Technology Services
Centre (ITSC).

2.2

Invite experts in the area of e-learning to share their experience
and knowledge with academic staff, as well as to introduce the
technology and software for e-learning and teaching.

2.3

Develop a system to help academic staff to use technology in
teaching.

Goal 3: Adoption of a holistic and
developmental approach
to evaluate teaching

Organise workshops and seminars to facilitate adoption of
outcome-based teaching and criterion-referenced assessment.

4.2

Promote adoption of criterion-referenced assessment in a pilot
exercise.

4.3

Formulate policies, guidelines and rubrics to facilitate smooth
implementation of criterion-referenced assessment across all
modules.

19

Strategic Focus Area 3

Research
Performance

To become a recognised private
university, the College must be able
to demonstrate high-level research
performance and capabilities of its
academic staff. To enhance research
performance and promote research
activities, efforts will be made by the
Research Policy and Scholarly Activities
Committee (RPSAC) to encourage
staff engagement in research activities
through setting up an internal research
grant scheme and providing financial
support to academic staff to assist
them in their applications for external
competitive research grants.

Goal 1: Creating an infrastructure
to support research and
scholarly activities

Goal 2: Nurturing a research
culture in the College and
among academic staff

1.1

Provide more financial support to academic staff for presenting
papers at conference or carrying out general research activities.

1.2

Provide financial support to academic staff to assist them in
applying for external competitive grants.

1.3

Develop an internal research grant to support academic staff to
conduct small scale research which can be used as pilot study
for external grants.

1.4

Review and enhance the adequacy of library resources in
support of research activities.

2.1 Organise research related seminars and experience sharing
sessions at College, School and department levels. Colleagues
and scholars from other institutions will be invited to participate
in these academic exchanges.
2.2

Goal 3: Highlighting the
importance of research
and scholarly activities and
recognising good research
performance

3.1 Adopt an appropriate mechanism for evaluating the research
performance of academic staff (for annual appraisal and
promotion purposes):
â&#x20AC;˘ achievable research expectation for professorial staff at
different grades;
â&#x20AC;˘ appropriate review period (annual assessment of research
performance based upon a two to three-year cycle).
3.2

Develop a reward system to recognise academic staff with
outstanding research performance.

Strategic Plan
2013â&#x20AC;&#x201C;2018

Strategic Focus Area 4

Student
Development
and Services

It is essential to adopt an integrated
and systematic approach in analysing
studentsâ&#x20AC;&#x2122; needs and expectations,
collecting feedback from employers
on the work performance of our
student interns and graduates and
thereby constructing a model of the
desired attributes of HSMC graduates.
This is to guide the Collegeâ&#x20AC;&#x2122;s
curriculum development and the
appropriate alignment of an integrated
student development programme to
equip our students with the necessary
attributes and skills. Internship and
internationalisation are the two
important pillars of our student
development; and the new student
hostels to be completed in 2014/15
will provide an excellent opportunity
for the College to design an exciting
hall life education programme to
enrich our studentsâ&#x20AC;&#x2122; out-of-classroom
learning experience.

Goal 1: Development of an
integrated student
development programme
with the aim of equipping
students with essential
skills for personal growth
and career development
that align with desired
graduate attributes

1.1 Review and revamp the existing student development
programme for an integrated programme that aims to equip
students with the essential skills for personal growth and career
development in the following five key areas:

•

Goal 2: Establishment of a strong
internship and career
guidance programme
for students based on
systematic collection
and critical analysis of
employers’ feedback
on students’ work
performance

2.1

Leverage relationships with business and industry partners
by actively engaging them in internship and/or mentorship
programmes as well as career development activities.

2.2

Collect feedback on interns’ and mentees’ performance
from employers and mentors systematically through formal
and informal means, e.g. gatherings and visits to companies
that enable systemic review of our student development
programme. It helps prepare our students for employment with
a focus on the identification of weak areas for improvement.

Goal 3: Establishment of a
strong student exchange
programme for the
purposes of expanding
students’ international
horizons and broadening
their global perspectives

3.1

Increase the number of exchange partner institutions and the
number of exchange students (both incoming and outgoing).

3.2

Increase diversity of student profile through admission of nonlocal students.

3.3

Strengthen interaction between local and non-local students
through different cultural activities, e.g. International Day, Korean
Night, German Night, etc.

social and emotional development;
community service;
• cultural and global perspectives;
• self-management; and
• career education and training.
•

23

Strategic Plan
2013–2018

24

Goal 4: Enhancing students’
competency in languages
so that on graduation they
are biliterate (Chinese
and English) and trilingual
(Cantonese, Putonghua and
English)

Goal 5: Strengthening the existing
pastoral and support
system for student
development through a
series of student support
programmes

Goal 6: Effective hall life education
as an integral part of
out-of-classroom learning
to facilitate character
development

Hang Seng
Management College

4.1

Enhance the language learning support to students through
activities organised by the English Language Centre and the
Institute for Chinese Language and Culture.

Design a comprehensive hall life education programme that
fosters the all-round personal development of students.
The new student hostels will provide an environment that
supports self-learning, self-management and a healthy lifestyle
with daily social and cultural exchanges and sports and
recreational activities.

Strategic Focus Area 5

Image-building
and External
Relations

As a young institution, HSMC places
great emphasis on enhancing the image
and profile of the College as a businessoriented, inter-disciplinary, vibrant and
modern institution of higher learning,
and strengthening collaborations with
different stakeholders to solicit their
support for College activities and
development. Internally, the College also
needs to strengthen communication
with staff and students and cultivate a
sense of pride as a member of HSMC.

Goal 1: Building the College
identity as a businessoriented, inter-disciplinary,
vibrant, modern and
innovative institution

Set up a new platform for all public relations activities at
the College level to coordinate events and manage media
relationship.

1.2

Re-design promotion materials such as the College website,
videos and brochures to emphasise HSMC as a degree-granting
institution and refresh the Collegeâ&#x20AC;&#x2122;s image with all new facilities
and buildings.

1.3

Brief all staff members on the new vision and mission of HSMC
to achieve better alignment.

2.1

Promote the image of the College by featuring academic
achievements, excellence in research, student awards and latest
events of the College.

2.2

Conduct surveys on student competency in relation to
stakeholdersâ&#x20AC;&#x2122; attitudes and expectations of a private university
and the perceived image of the College.

2.3

Invite community and industry leaders to visit HSMC to raise
the profile of the College and solicit their long-term support.

Strengthen the communication channels with alumni and invite
them to actively participate in College affairs (e.g. serving as
advisors and mentors).

3.4

Keep the donors updated on news and development of the
College, and invite them to attend College functions.

Goal 4: Strengthening the
relationship with internal
stakeholders to foster a
sense of belonging and
pride

Goal 5: Fostering initiatives of
community participation
(consultancy work,
community projects, and
participation in external
competitions)

4.1

Promote HSMCâ&#x20AC;&#x2122;s affinity credit card to staff, students and
alumni.

4.2

Develop a range of HSMC souvenirs that help to enhance the
sense of belonging of staff, students and alumni.

4.3

Develop more channels on campus to announce events and
recognise the achievements of students/staff.

5.1

Organise fundraising activities that help to raise the profile of
the College as a vibrant institution.

5.2

Strengthen the mechanism to encourage student participation
in external competitions and community programmes.

5.3

Establish a platform for academic staff to offer consultancy
services to the industry.

5.4

Organise community projects to serve residents in the
neighbourhood.

27

Strategic Focus Area 6

Financial and
Manpower
Planning

As a self-financed and rapidly growing
institution, the College has to ensure
that adequate resources are available
and ready to support its long term
development. A detailed five-year
financial and manpower plan should
be devised to ascertain the Collegeâ&#x20AC;&#x2122;s
financial and manpower needs in the
next five years, on the assumption
of a number of planning parameters
and the identification of the Collegeâ&#x20AC;&#x2122;s
priority areas for development. There
is also the need to seek and explore
other sources of funding to support
the Collegeâ&#x20AC;&#x2122;s strategic development
and new initiatives. This is a critical time
for building up staff competencies and
capabilities and firmly establishing a
performance-based reward culture.

Goal 1: Development of a detailed
five-year financial and
manpower plan to ensure
a healthy financial position
with adequate manpower
resources in support of
College development

Goal 2: Establishment of a fair
and equitable resource
allocation policy and
process

Goal 4: Building up staff
competency and expertise
through effective
recruitment and successful
staff development
programmes

4.1 Review and devise effective recruitment plans for international
and local recruitment of academic staff.
4.2 Review and devise effective recruitment plans for managerial
and support staff with detailed job specifications and matching
people with jobs.
4.3 Review and benchmark the remuneration packages of local
institutions to ensure that they are competitive to attract and
retain the best talents.
4.4 Ensure successful implementation of academic staff
development programmes to enhance and maintain quality
teaching at university level.
4.5 Develop and implement staff development programmes
for executive and support staff to upgrade their skills and
knowledge to meet job needs.

30

4.6 Enhance the management and leadership skills of management
staff.

Goal 5: Maintenance of an
effective performance
management system to
align performance of
individual staff to the
attainment of Collegeâ&#x20AC;&#x2122;s
vision and mission

5.1

Review the performance management mechanism constantly to
enhance its fairness and transparency.

Identify improvement needs and formulate development plans
for staff members.

Strategic Focus Area 7

College
Facilities and
Services

The College is fortunate in having
acquired six plots of land to construct
new buildings to expand its campus
facilities and services. The challenge is
to align the campus development plan
with the overall space requirements of
different Schools/departments/units of
the College and to optimise the usage
of existing and new facilities to meet
user needs and expectations.
In terms of delivery of services to staff
and students, all the administrative
offices have identified their own
key processes, and have established
relevant policy guidelines and
procedures for these key processes.
They aim at enhancing service quality
through a better understanding of
user needs and running in line with the
strategic direction of the College.

32
Goal 1: Overall planning of
College facilities, space
requirements, allocation
and utilisation in support
of teaching, learning and
research

Identify user needs, design standardised space norm and
complete overall planning of the Collegeâ&#x20AC;&#x2122;s space requirements
according to a number of planning parameters.

1.2

Design a renovation project for the Main Building that aligns
with the overall planning, space utilisation and allocation, taking
into account the completion of new buildings and the overall
space requirements of the College.

1.3

Conduct a critical review on the usage of College facilities and
formulate policies and procedures on the use of existing and
new facilities so as to enhance the efficiency and effectiveness
of delivery of quality services, e.g. room booking system, etc.

1.4

Maximise usage of College facilities during summer/nonterm time periods with reference to the practices of other
institutions.

2.1

Monitor closely the construction of new buildings and ensure
that the budget is not overrun and that the projects are
completed without delay.

2.2

Strengthen communication with different stakeholders by
conducting briefings, consultation meetings, etc. on a regular
basis.

33
Goal 3: Maintaining a sustainable
campus for continuous
development of the
College

Goal 4: Building the infrastructure
of administrative support
servicesâ&#x20AC;&#x201D;understanding
user requirements and
enhancing user satisfaction
through delivery of quality
services

3.1

Plan and schedule annual preventive maintenance programme
for existing and new buildings.

3.2

Formulate College-wide cleaning and hygiene standards.

3.3

Promote environmental consciousness among the College
community and implement green initiatives in an effort to build
a sustainable campus.

4.1

Identify key processes of the office; establish clear, efficient and
effective policy guidelines and procedures on all key processes.

4.2

Collect and understand user needs, and adopt appropriate
strategies in enhancing communication with users through
different channels, including the organisation of regular briefing/
consultation sessions and conducting annual user satisfaction
surveys.

4.3

Build an integrated team through enhanced internal staff
communication and coordination to achieve common goals and
promote collegiality and teamwork.

4.4

Upgrade existing systems and promote use of technology to
enhance work efficiency and provide necessary training to
different stakeholders.

Strategic Plan
2013â&#x20AC;&#x201C;2018

Strategic Planning Groups

34

Hang Seng
Management College

Strategic Focus Area

Convenor

Participants

Programme Development

Associate Vice-President
(Curriculum)

Academic Planning and Development
Committee, Programme Development
and Review Committee, relevant
Programme Committees, Deans,
Programme Directors, Director of
Quality Assurance and Programme
Development and Administration
Office

Bachelor of Business Administration (Honours) in Supply Chain Management

BJC

Bachelor of Journalism and Communication (Honours)

BMSIM

Bachelor of Management Science and Information Management (Honours)

BSc–DSBI

Bachelor of Science (Honours) in Data Science and Business Intelligence

BTB

Bachelor of Translation with Business (Honours)

DR

Discipline Review

HKCAAVQ

Hong Kong Council for Accreditation of Academic and Vocational Qualifications

HSMC

Hang Seng Management College

IR

Institutional Review

ITSC

Information Technology Services Centre

PAA

Programme Area Accreditation

QA Director

Director of Quality Assurance

RPSAC

Research Policy and Scholarly Activities Committee

TLQC

Teaching and Learning Quality Committee

35

The Way Forward
The Five-year Strategic Plan will be a rolling plan in that annual reviews will be conducted
at College level to evaluate whether the goals under the seven strategic focus areas are
met with successful deliverables according to the key performance indicators and within
the target timelines. During the course of implementation, individual process owners will
closely monitor the progress and engage relevant stakeholders to revisit the strategies
and make adjustment to the action plans as deemed necessary. An annual report will then
be submitted to the Council, to take stock of the progress made, adjust the strategies
and specific action items and develop a strategic plan for the next five-year period, i.e.
2014â&#x20AC;&#x201C;2019.

36

In pursuit of the aspirations set out in this five-year Strategic Plan, HSMC will need more
than ever before to harness the support of all its stakeholders to build a sustainable
and excellent academic institution. With the concerted efforts of all its stakeholders, we
have high hopes that HSMC will be able to fulfil its dream of becoming a leading private
university in the near future.